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Triangle Improvement Task Force: Phase 1 Report

The Triangle Improvement Task Force is an advisory group charged with examining the situation on the
Fauntleroy/Vashon/Southworth ferry route (The Triangle) and recommending ways to improve the service for
customers and neighbors. Phase 1 of this teams work was developing quick wins, process-improvement
recommendations that Washington State Ferries (WSF) can implement at the Fauntleroy ferry terminal by the start
of the 2017 summer sailing schedule (June 25, 2017).

During Phase 1 (January through March 2017) the group reviewed operational information, discussed operational
constraints and challenges with WSF employees, and developed quick wins for consideration by WSF.

The task force recommends the following quick wins by consensus.

Summary of recommendations
Quick win #1 - Improve tollbooth operations (Page 2)

Quick win: The task force recommends changing Fauntleroy tollbooth operations and staffing during the peak
afternoon travel times (3 p.m. to 7 p.m.) in order to speed up vehicle processing through the
tollbooth.

Rationale: Limited tollbooth capacity, two destinations, single-lane traffic holding on Fauntleroy Way, and ticket
redemption requirements create a bottleneck; increasing delays for drivers attempting to make it
onto ferries departing from Fauntleroy during peak times. Addressing these factors holistically would
help speed vehicle flow onto the dock, reducing delays for drivers.

Quick win #2 - Public information campaign (Page 3)

Quick win: The task force recommends a public information campaign to inform customers of timesaving travel
strategies and upcoming changes.

Rationale: The task force found that lack of public awareness created confusion during previous attempts to
improve issues at the Fauntleroy ferry dock. Informing customers and employees early and often will
reduce confusion and prevent a repeat of these issues. In addition, informing drivers of timesaving
behaviors such as buying tickets in advance could improve efficiency across the route.

This document contains more details on these recommendations, along with WSFs commitments for review and
implementation of these ideas. The conclusion section of the document outlines the task forces next steps as the
process enters Phase 2 (page 5).

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Quick win # 1 - Improve tollbooth operations
Most traffic entering the Fauntleroy terminal must pass through a single lane of traffic and two vehicle tollbooths
at the east end of the dock. This limited space and several other factors create a bottleneck that slows traffic flow.
As a result, vehicle processing through the tollbooth occurs at a rate of about three vehicles per minute, on
average. The slow processing rate increases traffic congestion approaching the tollbooth and ultimately leads to
fewer vehicles being processed and loaded onto the ferry. This contributes to ferries departing with unused vehicle
space because they do not have enough time to wait for more vehicles to be processed through the tollbooth. The
task force recommends increasing vehicle-processing speed to mitigate these issues.

Objective: Increase vehicle throughput at peak time from three vehicles per minute to four vehicles per minute

Tactics: Deploy WSF staff and signs as


outlined in this section during peak
afternoon travel times throughout the 2017
summer sailing season. A-2
D-1 B-1
WSF Dock Resources Map A-3
A. Terminal attendants C D-2 B-2
B. Tollbooth staff
C. Seattle Police officer
D. Dynamic message signs A-1

Description of operations
Position Duties/Activities
A Terminal attendants 1 Traffic splitter Informs drivers of tollbooth availability for specific
WSF staff responsible for destinations and pre-ticketed vehicles. Informs tollbooths and traffic
managing vehicle traffic director of upstream conditions on Fauntleroy Way. Informs drivers of
current terminal conditions, such as schedule disruptions or wait times.
2 Traffic scanner Scans motorcycles, carpools and vanpools outside of
tollbooth; assists traffic director at other times.
3 Traffic director Validates customer destinations, informs all other staff
of traffic needs, including lane availability, when to stop vehicles to keep
tollbooths clear, and when to switch signs to different destinations or
pre-ticketed status as needed.
B Tollbooth staff 1 Scans and redeems tickets other than vanpools, carpools & motorcycles;
WSF staff responsible for actively changes sign message as needed by traffic director (A-3).
selling and redeeming tickets 2 Scans and redeems tickets other than vanpools, carpools & motorcycles;
actively changes sign message as needed by traffic director (A-3).
C Seattle Police officer Manages traffic to ensure timely offload of vessels; keeps intersection
SPD officer responsible for traffic upstream of tollbooth clear; enforces line cutter restrictions. Works
direction & enforcement closely with positions A-1 and A-3 to keep traffic flowing to tollbooth.
WSF and SPD standardize procedures for traffic and queue control.
D Dynamic signs 1 Managed by tollbooth operators (B) as requested by traffic director (A-3)
Changeable lighted signs 2 Managed by tollbooth operators (B) as requested by traffic director (A-3)

Measures of effectiveness
Direct observation of throughput at peak time WSF to monitor vehicle flow.
Transaction time data WSF to monitor average transaction time.

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WSF Commitments for Quick Win #1 (2017)

April Begin public outreach before visible changes at facility


May 1 - WSF to create operational procedures within the guidelines recommended above
May - June - WSF to test these procedures in the spring and modify as necessary before summer
June - WSF to report to task force and public on results of pilot, and final plan for summer
June 25, 2017 - WSF to implement and observe new procedures during the summer sailing season
September - WSF to report to task force and public at the end of summer season

Quick Win #2 - Public Awareness Campaign


Due to schedule and facility constraints, Fauntleroy Terminal operations are complex, and require the familiarity
and cooperation from both WSF staff and customers to run smoothly. In the past, lack of awareness and
understanding of changes at the dock has created confusion and delays. Additionally, motivating drivers to adopt
timesaving behaviors when using the route could result in improved traffic flow and better use of dock space,
benefitting all users and neighbors of the route.

In order to address these issues, the task force recommends this public awareness campaign to educate residents
and visitors on the features and benefits of advance ticketing, with the goal of increasing advanced purchases of
ferry tickets. Using pre-purchased ferry tickets at the tollbooth takes less time and allows vehicles to be processed
faster. This results in customers spending less time waiting in line and getting more vehicles onto ferries at busy
times.

Objectives
Motivate customers to pre-purchase tickets in time for busy summer season using a variety of channels to
inform a diverse range of audiences.
Raise awareness of the efforts the Triangle Improvement Task Force and WSF to improve operational
efficiency at Fauntleroy terminal in order to increase understanding of constraints and causes of delays, and
cooperation and avoid confusion.
Communicate why and how pre-purchasing tickets saves time at tollbooth, reduces long waits and gets
more vehicles on the ferry.

Tactics
On-site and on-board communications: Launch an upbeat awareness campaign at all terminals and on all
vessels using fliers, posters and onboard announcements. Provide on-site customer service ambassadors at
Fauntleroy to engage and educate customers on advance ticketing. Ensure communications reach variety of
audiences, including those without internet or mobile connectivity.
Social and traditional media outreach: Use social media (Twitter, Facebook) and traditional media to tell
the story of why and how advance ticketing improves efficiency at the dock.
Direct customer outreach: Use existing communications tools such as rider alert emails, texts and WSF
Weekly as consistent reminders to customers about why and how to pre-purchase tickets. Encourage
customers to pre-purchase return and future travel tickets while at tollbooths during off-peak times.

Timeline (2017)
April Establish ticket sales rates: Determine existing average number of advance tickets sold on F/V/S
and redeemed at Fauntleroy (and point of sale data) and set a preliminary goal for how many to
sell during spring schedule.

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Mid-April Campaign begins early in spring schedule
May Begin twice-monthly on-site customer service ambassadors at Fauntleroy
Early July Ticket sales check-in: Determine number of advance tickets sold on F/V/S and redeemed at
Fauntleroy (and point of sale) during spring schedule.
July-August Boost campaign with new media opportunities
Late August End twice-monthly on-site customer service ambassadors at Fauntleroy and on vessels
September Campaign officially ends on the last day of summer schedule
October Final ticket sales check-in: Determine number of advance tickets sold on F/V/S and redeemed at
Fauntleroy (and point of sale) during spring and summer. Report on relative gains/losses vs
earlier data to assess effectiveness of campaign.
Tools
Tools Purpose
Direct interaction Deliver messages and materials at time of purchase, and in person during transit
through facility. Ask about return tickets when departing.
Existing events & Plan outreach to focus on events that drive traffic (festivals, weddings, etc.); work with
hospitality industry event organizers and business owners when possible.
Web page Engage and educate residents and visitors, provide latest news and updated
information. Share successes and room for improvement. Provide contact information
to answer questions.
Graphics Visually show the need (congestion) and relief (why and how pre-purchase saves time
and improves efficiency).
Photos and video Visually show customers using kiosks and employees scanning tickets at dock Document
progress with photos of lineups at and approaching tollbooth.
Poster Poster at tollbooths in terminals and aboard vessels (passenger and vehicle areas) to
engage and educate riders.
Flyers Flyers directed toward people waiting in line at Fauntleroy.
Twitter Actively drive customers to online purchasing site and web page.
Facebook and blog Tell the story of the campaign; drive customers to advanced sales.
Traditional media News release announcing start of campaign, purpose and need. Continue to pitch
stories of how WSF is preparing to tackle long lines for spring and summer travel.
Email alerts Remind customers of benefits of pre-purchasing on F/V/S as a way to reduce wait time
and improve thru-put at the tollbooth, include useful messages about other causes of
delays and difficulties (dead batteries, breakdowns, etc.).
WSF Weekly Provide monthly campaign progress reports from Amy Scarton.

Measurable results
Before and after comparison of online and kiosk ticket sales and scans at Fauntleroy
General tone of customer feedback how many complaints about Fauntleroy wait times in summer 2017
compared to summer 2016?
Determine how many people were reached through the campaign by:
o Number of fliers and posters distributed
o Number of news articles generated
o Number of social media impressions gained
o Number of customers on-site ambassadors spoke with

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WSF Commitments for Quick Win #2
April 10 - WSF to finalize key messages and timeline
April 17 - WSF to implement public awareness campaign plan
May WSF to explore additional feedback options, such as customer survey
Ongoing WSF to report implementation progress at Task Forces Phase 2 meetings
October WSF to report campaign results

Conclusion and next steps for Phase 2


The Triangle Improvement Task Force recognizes there are significant and ongoing constraints that affect
performance on the Fauntleroy/Vashon/Southworth route. The task force submits the above recommendations
with the goal of improving operations at the Fauntleroy Terminal within the known constraints during the 2017
summer sailing season.

Factors including traffic volumes, vessel breakdowns and remaining constraints could still lead to long wait times,
schedule disruptions, and not all vessels leaving completely full. In recommending these quick wins, the task
force seeks incremental improvement in the target areas of tollbooth operations and public awareness, while
understanding that there is no single solution to resolve all challenges on the route this summer. The task force
also requests that WSF review and implement the recommendations on the timelines included above, reporting to
the task force as soon as possible if any new findings or modifications could affect implementation.

During Phase 2 of the task forces work, the group will observe implementation of the quick wins and explore mid-
to long-range strategies to further improve performance on the Fauntleroy/Vashon/Southworth route.

Next steps for Triangle Improvement Task Force (2017)

Next meeting - Decide priorities, scope and schedule for Phase 2


Ongoing Observe and discuss WSF implementation of quick wins

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